PERFORMANCE MANAGEMENT PROCESS
PMP FORM BOWIE STATE UNIVERSITY
EMPLOYEE NAME
ID # PERIOD COVERED DATE OF REVIEW
JOB TITLE
DIV./DEPT. SECTION/UNIT SUPERVISOR
INSTRUCTIONS FOR COMPLETING PMP FORM:
Beginning of Review Period
1. Complete identification information above.
2. Identify major performance areas applicable for employee (Section 1). Sign and date form after discussing factors/objectives.
3. Review the performance factors with each employee.
4. (Optional) Write operational objectives and standards (Section 4).
5. Employee and supervisor retain copy of PMP form.
During Review Period
1. Update performance factors and operational objectives as necessary, and use form as basis for discussing performance and
providing feedback and coaching.
End of Review Period
1. Evaluate performance on key performance factors and operational objectives (if applicable), and document performance under
“Comments” or “Results.” Consider performance during entire period. Offer suggestions for areas needing improvement in the
comments section where appropriate.
2. Evaluate overall performance (Section 5) by reviewing the individual factors that were rated and note any overall comments on
performance.
3. Discuss evaluation with next level supervisor or department designee.
4. Conduct performance review discussion and complete development plans (Section 6).
5. (Optional) Employee may add his/her comments (Section 7).
6. Sign and date form (Section 8).
7. Forward original signed form to Office of Human Resources Management
RATING SCALE:
OUTSTANDING:
Performance consistently above standards and far exceeds normal expectations; exceptional
achievement and contribution to institution.
ABOVE STANDARDS: Performance above standards in many important aspects and exceeds normal expectations
MEETS STANDARDS: Performance meets standards in all important aspects.
BELOW STANDARDS: Performance below standards in some important aspects, but meets standards in other respects;
improvement needed.
UNSATISFACTORY: Performance below standards in critical aspects; improvement required.
SECTION 1: MAJOR PERFORMANCE AREAS
Check major performance areas applicable for employee:
Individual Performance Factors (Section 2)
Manager/Supervisor Performance Factors (Section 3 used only if employee is responsible for
supervising others)
Operational Objectives (Section 4 optional)
Signatures below indicate performance factors and objectives have been identified and discussed with employee:
Employee: Date: ________________________________
Supervisor: Date: ________________________________
SECTION 2: INDIVIDUAL PERFORMANCE FACTORS
Impt.
Wgt.:
High
Med
Low
RATING SCALE
BASIC WORK FACTORS
OUT-
STAND-
ING
ABOVE
STAND-
ARDS
MEETS
STAND-
ARDS
BELOW
STAND-
ARDS
UNSAT-
ISFAC-
TORY
QUALITY OF WORK: Completing work thoroughly, accurately, neatly and
according to specifications; producing output with minimal errors
QUANTITY OF WORK: Consistently producing a high volume of acceptable work;
producing services or output quickly and efficiently
TIMELINESS: Completing tasks and assignments by scheduled time; allocating
time to various tasks and assignments in accordance with priorities; informing
supervisor when schedule problems occur
USE OF RESOURCES: Making good use of resources, and not wasting time or
material; looking for ways to reduce costs; staying within budgets allocated
ATTENDANCE AND PUNCTUALITY: Coming to work regularly without
excessive absences; maintaining assigned work schedules
COMMENTS:
COM
COMMUNICATIONS
OUT-
STAND-
ING
ABOVE
STAND-
ARDS
MEETS
STAND-
ARDS
BELOW
STAND-
ARDS
UNSAT-
ISFAC-
TORY
ORAL COMMUNICATIONS: Speaking clearly, concisely, and using words easily
understood; exchanging ideas with others; making oral presentations at meetings;
listening to understand meaning of oral material
WRITTEN COMMUNICATIONS: Writing reports, memos, letters, etc. using
appropriate style format, spelling, and grammar; writing in a clear, concise manner
COMMENTS:
Impt.
Wgt.:
High
Med
Low
RATING SCALE
INTERACTING WITH OTHERS
OUT-
STAND-
ING
ABOVE
STAND-
ARDS
MEETS
STAND-
ARDS
BELOW
STAND-
ARDS
UNSAT-
ISFAC-
TORY
COOPERATION AND TEAMWORK: Putting the group’s success ahead of
personal goals; sharing information and resources with others; giving timely
response to request made by others; promoting teamwork
INTERPERSONAL RELATIONSHIPS: Showing sensitivity to and concern for the
interests and needs of others; working to reduce conflict and establishing smooth
work relationships; negotiating with others
CUSTOMER SERVICE: Understanding the needs of internal and external
customers; making special effort to be responsive in meeting their needs and in
building customer satisfaction.
PUBLIC RELATIONS: Representing the University in a positive way to members of
the university community and external groups
COMMENTS:
CONCEPTUAL SKILLS
OUT-
STAND-
ING
ABOVE
STAND-
ARDS
MEETS
STAND-
ARDS
BELOW
STAND-
ARDS
UNSAT-
ISFAC-
TORY
PLANNING: Developing strategies and work plans for accomplishing goals;
organizing tasks in a logical sequence and identifying resources required
PROBLEM SOLVING: Identifying problems and analyzing causes; taking or
recommending actions after evaluating alternative solutions; following up to ensure
problems are actually corrected.
CREATIVITY: Discovering and implementing new and improved ways of doing
things breaking out of the “status quo” to find better ways to accomplish goals
COMMENTS:
JOB SKILLS
OUT-
STAND-
ING
ABOVE
STAND-
ARDS
MEETS
STAND-
ARDS
BELOW
STAND-
ARDS
UNSAT-
ISFAC-
TORY
JOB KNOWLEDGE: Understanding job procedures, policies and responsibilities;
keeping up-to-date technically; acting as a resource person on whom others rely for
assistance
HANDLING CHALLENGES: Maintaining high performance under conditions of
pressure or uncertainty; dealing with varying workload requirements; remaining
composed when decisions have to be made quickly.
INITIATIVE: Anticipating problems and voluntarily taking appropriate actions;
assuming responsibility for work without being told; seeking out or willingly
accepting tough assignments
ADMINISTRATION: Keeping accurate records and documenting actions;
processing paperwork; organizing information for follow-up and retrieval later
COMMENTS:
OTHER FACTORS (OPTIONAL)
OUT-
STAND-
ING
ABOVE
STAND-
ARDS
MEETS
STAND-
ARDS
BELOW
STAND-
ARDS
UNSAT-
ISFAC-
TORY
COMMENTS
SECTION 3: MANAGER/SUPERVISOR PERFORMANCE FACTORS
Note: Complete this Section only if employee is responsible for supervising others
Impt.
Wgt.:
High
Med
Low
RATING SCALE
PLANNING AND ORGANIZING
OUT-
STAND-
ING
ABOVE
STAND-
ARDS
MEETS
STAND-
ARDS
BELOW
STAND-
ARDS
UNSAT-
ISFAC-
TORY
SETTING OBJECTIVES: Establishing appropriate objectives and priorities for the
unit based on strategic goals of the University; communicating objectives and
priorities to others; updating objectives as needed.
BUDGETING: Developing budgets for the unit based on strategic goals to be
accomplished; monitoring status during year; recommending changes to budget
when appropriate.
COORDINATION/INTEGRATION: Interacting with others to achieve common
goals; facilitating the flow of information among individuals and groups; seeking
support from other functions when appropriate.
MONITORING GROUP RESULTS: Tracking performance to ensure the unit is
meeting its objectives; initiating timely action when required by internal or external
change
COMMENTS:
MANAGING/SUPERVISING EMPLOYEES
OUT-
STAND-
ING
ABOVE
STAND-
ARDS
MEETS
STAND-
ARDS
BELOW
STAND-
ARDS
UNSAT-
ISFAC-
TORY
STAFFING: Planning and staffing the unit with the appropriate number and skills
mix of employees; selecting highly qualified persons for the unit; using staff
creatively to solve staffing shortages
DEFINING EXPECTATIONS: Reaching agreement with employees on
their objectives, priorities and measures; ensuring objectives and work plans are
updated when required
FEEDBACK AND COACHING: Providing employees with frequent performance
feedback and coaching; providing recognition for areas of high or improved
performance; working with people to correct performance problems
PERFORMANCE REVIEWS: Evaluating performance and conducting
performance review discussions; conducting interim review discussions when
appropriate
HUMAN RESOURCES DEVELOPMENT: Supporting employees in increasing
their capabilities to contribute more on their present jobs and to prepare them for
future jobs; identifying training needs and suggesting training programs
LEADERSHIP AND MOTIVATION: Creating a productive, creative environment
where people strive for quality of service; fostering a commitment for achieving
University goals; setting an example for others to follow.
COMMUNICATION LINK: Acting as a communications link between employees
and higher management; keeping people in unit informed about things important to
them
COMMENTS:
OTHER FACTORS (OPTIONAL)
OUT-
STAND-
ING
ABOVE
STAND-
ARDS
MEETS
STAND-
ARDS
BELOW
STAND-
ARDS
UNSAT-
ISFAC-
TORY
COMMENTS:
SECTION 4: OPERATIONAL OBJECTIVES (OPTIONAL)
Employee name:
OBJECTIVES/STANDARDS RESULTS
Impt.
Wgt.:
High
Med
Low
OUT-
STAND-
ING-
ABOVE
STAND-
ARDS
MEETS
STAND
-ARDS
BELOW
STAND-
ARDS
UNSAT-
ISFAC-
TORY
SECTION 5: SUMMARY OF OVERALL PERFORMANCE
OVERALL PERFORMANCE RATING
Review the individual rated factors and determine an
overall rating.
OUT-
STANDING
ABOVE
STAND-
ARDS
MEETS
STAND-
ARDS
BELOW
STAND-
ARDS
UNSAT-
ISFAC -
TORY
Overall Comments:
SECTION 6: EMPLOYEE PERFORMANCE DEVELOPMENT PLANS
SPECIFIC PLANS FOR DEVELOPMENT
TIMING
SECTION 7: EMPLOYEE COMMENTS
Employee Comments (optional)
SECTION 8: SIGNATURES
Supervisor: ________________________________________ ____________________________________ __________________
(Signature) (Title) Date
Next Level Supervisor _______________________________ ____________________________________ __________________
or Dept. Designee: (Signature) (Title) Date
Employee: _________________________________________ ____________________________________ __________________
(Signature)* (Title) Date
*Signature acknowledges that the performance review has been discussed with me.
PMP RATINGS WORKSHEET Employee
Individual Performance Factors
Mgr./Sup. Performance Factors
Factor Wgt
Rating Wgt x Rating
Factor Wgt
Rating Wgt x Rating
Quality of work Setting objectives
Quantity of work Budgeting
Timeliness Org. & wk. allocation
Use of resources Coordi./Integ.
Attend. & punct. Monitor. grp. results
Oral comm.. Staffing
Written comm. Def. expectations
Coop. & teamwk. Feedbk. & coach.
Inter. relat. Perf. reviews
Customer service Hum. res. devel.
Public relations Leader. & motiva.
Planning Comm. link
Problem solving Other
Creativity Other
Job knowledge
Handling challenges
Sub-Total
Initiative
Administration
Other
Other
Overall “Score”
Sub-Total
Wgt
Wgt x Rating
Ind. Perf. Fact.
Mgr./Sup. Perf. Fact.
Op. Objectives
Total (A) (B)
Operational Objectives
Overall “score” = (B) / (A) =
Objective Wgt
Rating Wgt x Rating
I
II
Overall Performance Rating
III
Outstand- Above Meets Below Unsatis -
IV
ing Standards Standards Standards factory
Sub-Total
4.5 3.5 2.5 1.5
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CLICK HERE FOR FINAL CALCULATION
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PMP RATINGS WORKSHEET
Instructions:
1. If the operational objectives were established for the employee, note short descriptive titles on the form.
Do the same if additional (non-standard) performance factors were established.
2. Record the importance weights for all relevant objectives and factors. Use numbers instead of letters:
3 = High
2 = Medium
1 = Low
3. Record the ratings for all relevant objectives and factors. Use these number for the corresponding
performance levels:
5 = Outstanding
4 = Above Standards
3 = Meets Standards
2 = Below Standards
1 = Unsatisfactory
4. Complete the “Wgt x Rating” column by multiplying the weighting times the rating for each relevant item.
5. For each relevant major performance area, add the numbers in the “Wgt” columns and enter the totals in the
boxes at the bottom. Do the same for the “Wgt x Rating” columns. Transfer the sub-totals to the Overall
Score section of the form.
6. Total the weights (Box A) and the Wgt x Rating (Box B). Calculate the overall score by dividing (B) by
(A). This number has a possible range of 1.0 to 5.0.
7. Check the appropriate box for the overall performance rating. Check the box on the PMP form itself.
**See Sample Form in the PMP Manager’s Guide**